The IT Strategic Plan for the University of Oxford, 2013-2018 REVISED AND REISSUED, OCTOBER 2015
Contents IT Strategic Plan: Vision... 2 The IT Strategic Plan... 2 IT Strategic Plan: Principles and Assumptions... 4 IT Strategic Plan: and... 5 1. RESEARCH... 5 2. EDUCATION... 6 3. WIDENING ENGAGEMENT... 8 4. ENTERPRISE ADMINISTRATIVE INFORMATION SYSTEMS... 9 5. INFRASTRUCTURE... 10 6. CYBERSECURITY... 11 7. IT SERVICE EXCELLENCE... 12 8. IT STAFF AND SKILLS... 13 Appendix A: Mapping of activities between versions of the IT Strategic Plan... 14 1
IT Strategic Plan: Vision The implementation of this Strategic Plan will prepare the collegiate University to achieve the maximum benefit from information technology innovations, increasing research capability, enhancing teaching and learning, and delivering efficiencies in support of administrative functions. It will play an important role in supporting the recruitment and retention of world-class students, researchers, academics and IT staff, while providing the foundation for the global sharing of research and teaching resources. It puts in place infrastructure to enable all staff and students to communicate effectively, share information securely, and collaborate locally and globally. Collaboration and partnership are central to the strategy, because they will enable the development of a stronger IT organisation that supports delivery of services end-to-end, and is able to respond effectively to the evolving technology landscape. They are also key to increasing engagement with staff and students to ensure that services meet their needs; and to partnering with third parties both in the delivery of services and in the integration of IT beyond the perimeters of the University. Through an emphasis on IT service excellence, the Strategy establishes a framework to drive improved project and service delivery. The recent past has seen new central information systems and the next five years focuses on getting the best value we can from those systems, increasing benefits through improving information quality and accessibility, which will enable better decision making. With a continuing focus on training and best practice dissemination the Strategy aims to empower teachers and researchers to innovate, staff to use IT systems effectively, and students to improve their digital literacy for discovering, evaluating, and creating information using digital technologies. These features combine to result in an improved student and academic digital experience in an internationally leading University. The IT Strategic Plan This document presents the Information Technology (IT) Strategic Plan for the University for 2013/2014 2018/2019. For each area within the Plan there is a set of objectives. Given the pace of change in information technologies, it is not possible to predict everything we might need to achieve within a five-year period and hence the objectives are purposely set at a high level. The activities are given in order of prioritisation; where there are several, a line is drawn to indicate those that are core and therefore the first tranche, and those that will follow thereafter. The Plan was reviewed in September 2015. Many of the activities were amended in response to changes in technology and user behavior and expectation; several were combined to bring similar or related activities together to produce a coherent and joined-up programme of work. The review also reprioritised many of the activities to address the changes noted above. A chart showing how the activities in the original plan map to those in the current version is available in Appendix A 2
We will monitor progress against our objectives using relevant performance indicators, benchmarks, and targets. This will ensure we maintain focus on the Strategic Plan so that it continues to meet academic needs, enables us to respond to the external environment, and is updated as appropriate. The IT Strategic Plan will be supported by a long-term University IT Capital Renewal Plan that identifies both capital investment needs and a timeframe for implementation over a period of ten years. 3
IT Strategic Plan: Principles and Assumptions Subsidiarity is a guiding principle of the University and is respected within this IT Strategic Plan. The federated nature of the collegiate University offers advantages and strengths, and at the same time can introduce complexity and inefficiencies. In order to implement an IT Strategic Plan for the University, a set of principles is required that can support the right balance across the organisation and promote a common direction and alignment. The following principles establish a shared approach to providing IT services to the collegiate University community. Delivery of the Plan assumes: Partnership and collaboration 1. Teaching, research and administrative staff work in partnership with IT providers to ensure that IT delivery works as a strategic enabler for the University. This can only be achieved through a deep understanding of the University functions that might benefit from technology, and therefore it requires the close collaboration of staff and students, subject matter experts, and IT specialists. 2. Central and local IT work in collaboration and take shared responsibility to deliver IT services to the collegiate University, facilitated by a shared end-to-end support process. 3. Supporting the digital strategy of the University is a shared aspiration of all central services and this Strategic Plan is aligned with the Estates Strategy and the Bodleian Strategy to improve the overall user experience of IT-related services through integrating IT in building plans, delivering digital content and providing effective shared support for service users. 4. The IT Strategic Plan aligns with and supports the divisional needs to allow adoption of digital technologies in teaching and research. 5. Centrally required policies will be given central support to allow local implementation. 6. Partnership in IT goes beyond the boundaries of the University and includes external vendors, the NHS, regional HEIs and local authorities. Efficiency and effectiveness 7. Benefits and savings of centrally supported infrastructure and services are made transparent to encourage adoption and value for money across the University. 8. IT services are delivered in a way that maximises value to the collegiate University, whether third-party or open-source solutions, taking into account total cost of ownership (development and service provision), fit within the current IT architecture, and benefits that can be realised. 9. IT services whether created locally or centrally that gain acceptance, have wide applicability and use, with clear benefits to staff and/or students, should be sustained. 10. Collaboration to consolidate the IT estate by, where appropriate, shared facilities and resources reflecting the existing University commitment of an 11% reduction in carbon emissions by 2016. 11. University information and data are treated as assets and governed appropriately; with the processes around them appropriately supported, including access, storage and curation. Data governance is not the function of any one group, but requires a joined-up approach throughout the University. 12. The collegiate University has clarity on process ownership and, where possible, adopts agreed and shared processes that can be supported by IT systems. There is a premium on the cost of many Oxford IT systems due to the complexity of the University and the way in which we do things. 4
IT Strategic Plan: and 1. RESEARCH Increasingly, research challenges are tackled by interdisciplinary teams, often distributed across institutions or countries. Simulation, frequently described as in-silico experimentation, and data analysis are tools used increasingly by researchers. The data being analysed might be social information, ancient texts, or images or data from sensors; they might also be sensitive or involve intellectual property rights that make security and privacy important. Systems supporting research need to be intuitive to reduce the learning curve and allow easy adoption. 1. To enhance the IT infrastructure to support research at the highest level, including collaborative tools and training in information systems research methods. 1 2. To provide the infrastructure and tools to allow researchers to be compliant with regulatory requirements to preserve and share electronic research outputs. 1.1. Develop a coordinated approach in order to provide infrastructure support that addresses the requirements of large-scale secure research data storage and analysis, including preservation and discovery 1.2. Provide appropriate infrastructure, tools and training to underpin the full cycle of research data, including discovery, computation, and curation. 1.3. Provide advice and support for the open agenda, including publishing of research outputs, and issues relating to open source software. 1.4. Provide high-quality IT training that supports researchers in the use of new technologies, software systems and digital assets, and communication methods. 1.5. Provide robust security services and related training to support research projects. 1.6. Improve administrative systems to support researchers in efficient and effective management of research grants and related resources. 1.7. Continue to collaborate with local and regional partners to further develop research computing facilities and e-infrastructure capability. 1.8. Engage with researchers through mechanisms such as special interest groups and user forums. 1.9. Develop and support collaborative tools that enhance global and interdisciplinary research, public engagement and knowledge exchange. 1 This objective reflects Commitment 1, paragraph 20, of the University Strategic Plan 5
2. EDUCATION Technology to support teaching and learning is now well embedded in the higher education landscape. Within Oxford, digital technologies play an important role in the planning and communication of teaching materials for lectures and tutorials, in supporting learning activities (for example, through simulations) and in detecting plagiarism. In addition, open educational resources and open platforms are providing a way to share digital materials that can be used, reused, and repurposed for teaching, learning, and research. IT plays an important role throughout a student s interaction with the University. This starts with their initial contact which might be through podcasts or other media created at the University and available through itunesu, Facebook or YouTube and develops through the provision of learning materials; use of the computing facilities, including IT training; management of examinations/results/graduation; and right through to engagement as an alumnus. Improving the student experience relies on every element of IT provision from infrastructure through studentfacing administration systems as well support for the student s own digital literacy. There is also a growing cohort of remote students who are not based in Oxford including life-long or distance learners for whom IT can be important in their administration and welfare, as well as playing a crucial role in their educational experience. 3. To develop the infrastructure and capabilities to support the digital education strategy.2 4. To facilitate the exploration, development, and adoption of new teaching tools and technologies that enhance Oxford s teaching practices. 5. To support the development of globally available teaching resources and collections. 3 6. To ensure that in all their IT-related activities the best Oxford experience is the typical experience for all undergraduate and postgraduate students. Through access to the latest IT tools and effective IT training, graduates will be fully equipped to compete for the best of the diverse range of opportunities for study and employment available to them. 4 7. To ensure that the University adopts best practice in interacting and communicating with its students in the digital medium throughout the entire academic lifecycle: i.e. from prospective applicants through to alumni. 2.1. Develop and enact a plan to engage with academics, students and other stakeholder groups in order to base services on their practice and needs. 2.2. Provide documented guidance and supporting systems and services to improve the IT/AV resources facilities within existing and new learning spaces, including lecture capture. 2.3. Improve existing services and develop new ones that support the administrative functions through the full student lifecycle, where possible simplifying or consolidating existing processes. 2.4. Improve wifi provision to support student experience. 2.5. Provide a comprehensive map of IT support for students. 2 The University Digital Strategy, including the digital education strategy is under development at this time. 3 This objective reflects Priority 1 of the University Strategic Plan. 4 This objective reflects Commitment 5 of University Strategic Plan 6
2.6. Develop interfaces to support device-independent secure services based on responsive web design principles that create the same standard of experience seamlessly across the University. 2.7. Provide consolidated information on IT training opportunities for staff and students (especially graduate students) supported by a range of courses covering basic digital literacy, and applying IT to teaching, learning and research. 2.8. Develop and support tailored learning technology tools and a virtual learning environment that incorporates forward-looking learning systems and allows the use of best of breed. 7
3. WIDENING ENGAGEMENT Widening Engagement is the third priority area within the University Strategic Plan. A major aspect of the strategy is delivered through a stronger digital presence, collaborative working with local authorities, industry and charities, including the Oxford University Hospital Trusts, Harwell Oxford, Begbroke Science Park and Isis Innovation. Similarly, through such partnerships, the IT Strategic Plan delivers the infrastructure and common toolset to facilitate widening engagement of the global research and teaching community, the public and local community. 8. To share the fruits of research and open educational resources as widely as possible. 5 9. To provide infrastructure and tools to support curation, discovery and access to the Bodleian, the museums and other digital collections. 10. To support the collegiate University in the provision of a stronger digital presence. 3.1 Provide a central web publishing support service, including training and guidance on web design and information governance, in line with the recommendations of the review of web provision. 3.2 Implement digital content management systems for central collections. 3.3 Collaborate with Oxford City and County Councils, Oxford Brookes University, and the Oxford University Hospitals NHS Trust to deliver a city-wide wireless network capability and investigate the sharing of other infrastructure services where appropriate. 3.4 Support community engagement tools to enable citizen science. 3.5 Provide services that support the growth in access to open education resources and supporting tools. 5 This objective reflects Commitment 8 of the University Strategic Plan 8
4. ENTERPRISE ADMINISTRATIVE INFORMATION SYSTEMS IT Strategic Plan, 2013-2018 The University administrative enterprise information systems provide a technology platform that enables administrative support for the functions of the University research, support of students and staff, fund raising, procurement and financial administration. Effective enterprise systems can increase operational efficiency and cost savings. They allow information to be shared across functional levels and provide the capability to use that information to support management decisions. Information systems are only as good as the business processes they support. Complex, diverse, ill-defined processes result in inefficient and difficult-to-support systems. Within the University we have a number of siloed information systems that support finance, personnel, student administration, and research funding. To improve the quality of information available to researchers, heads of departments and others there needs to be an integrated and trusted view of the data from each system; this can only be achieved through a shared data architecture, clear data governance and streamlined administrative processes. Together with the deployment of appropriate reporting and business intelligence tools, the use of this integrated data can improve the quality of decision-making across the University. More effective supplier management through clearly stated deliverables, cost management and contractual safeguards would lead to value-for-money procurement and system delivery. Appropriate business analysis and change management would lead to more efficient and usable systems. 11. To provide secure, effective information systems that support efficient, streamlined and consistent business processes and provide high-quality information. 12. To increase the business value of administrative systems through improved usability, integration of independent information streams, and reporting tools. 4.1 Ensure that as part of the IT service development and enhancement cycles IT systems are designed to optimize operational efficiency of University processes, where possible creating measurable cost savings. 4.2 Develop a data architecture and governance framework to support the integration of information systems to provide high-quality information that meets the needs of service owners and users. 4.3 Upgrade enterprise systems as planned in the capital plan renewal roadmap to ensure full support and enable improvements in functionality. 4.4 Review business information requirements as well as business intelligence and reporting tools in order to provide high-quality management information. 4.5 Review system integration tools and platforms to ensure sustainable model in place. 9
5. INFRASTRUCTURE To ensure that IT services are comparable to utility services in their predictability requires resilient and secure IT infrastructure. Communications networks need to be both high-bandwidth to allow the high levels of traffic generated by the University and sufficiently resilient to enable services to run 24 hours a day. The University has central data centre provision to ensure resilient services; this includes the University Shared Data Centre that supports both the hosting of departmental systems and virtual services for departmental use. 13. To provide resilient end-to-end, high-performing network infrastructure and to create an efficient, shared and consolidated IT estate. 14. To integrate with and leverage regional, national and international infrastructure. 5.1 Through a CIO-led consultative initiative, develop a coherent technology architecture and roadmap for the University, in order to inform other strategic activities and future system renewal. 5.2 Deliver a modern, high-performance network for the collegiate University, including the campus backbone, improved wireless connectivity, and a managed network service for departments and colleges. 5.3 Deliver an integrated communications service, replacing the existing telecommunications service with a platform that integrates email, instant messaging, video and voice data. 5.4 Develop a clear cloud services framework and decision tree to support evaluation and procurement of services within the collegiate University. 5.5 Implement a tiered storage platform to support backup, active storage, secure dropbox and long-term preservation services, utilizing a combination of on premise and cloud services. 5.6 Develop a standards framework to use in negotiation with suppliers for the procurement of interoperable systems and services. 5.7 Enable mobile devices to be managed effectively using the appropriate infrastructure and tools. 5.8 Move towards a coordinated and consolidated estate of University IT infrastructure. 5.9 Develop high-bandwidth connectivity between the central University campus, Old Road Campus, Harwell Oxford, Begbroke Science Park and other regional knowledge centres. 5.10 Ensure that IT services delivered to the collegiate University are secure, resilient and reliable. 10
6. CYBERSECURITY Cybersecurity in this context refers to policies and practices relating to the protection of information, data, systems and networks from attacks and unauthorised access. Cyber attacks and intrusions have increased dramatically; these have the potential to expose sensitive personal or research information, to disrupt the operations of the University and to lead to reputational or other damage. In order to reduce the threat of cyber attacks and intrusions, members of the University must comply with the University Information Security Policy, 6 IT services must operate securely, and underpinning infrastructure must be secure, resilient and reliable. The provision of secure, resilient services requires resilient infrastructure and the embedding of information security throughout the service lifecycle. Appropriately secure information can only be achieved through recognition of the potential risks associated with particular data assets, and by the behaviour of individuals accessing and using them. 15. To support the collegiate University in managing the risks related to information technology through increased user awareness, appropriate security practice and the implementation of the University's Information Security Policy. 16. To provide secure and easily used IT infrastructure and services to allow the secure management and sharing of information across the University. 6.1 Promote and support local implementation of the University Information Security Policy, identification of sensitive information assets, and mitigation of associated risks and easy to use methods and tools. 6.2 Improve information security awareness across the collegiate University with a focus on training applied to roles and University scenarios. 6.3 Provide tools and protocols to allow the sharing of information securely within and outside the University on any device. 6.4 Implement consistent identity and access management, including single sign-on, across the portfolio of University systems. 6.5 Improve detection of, response to, and reporting of information security incidents across the collegiate University. Note: all these activities were deemed to be high priority and are listed in order of maturity. 6 http://www.it.ox.ac.uk/infosec/ispolicy/ 11
7. IT SERVICE EXCELLENCE The University deserves and should demand excellence in its IT systems which should be reliable, efficient, robust, secure and fit for purpose. User requirements should be at the core of programme planning and service provision, and quality processes are needed to ensure continuous service improvement. At Oxford we have the advantage that there are research groups in the University who are advancing knowledge in IT, programme delivery, cybersecurity and related areas. The proximity of such activities should benefit IT delivery at the University if effective engagement is enabled. 17. To be responsive to the requirements of the University through increased agility and innovation. 18. To embed quality management throughout the life-cycle of IT services and projects. 19. To improve IT services and their development through engagement with staff, students, other service providers and Oxford research groups. 20. Reduce replication of services by providing central services of sufficient quality and cost effectiveness that departments and colleges choose to opt in. 7.1 Through improved consultation channels (a) engage with University staff and students to review the service catalogue ensure it is aligned with present needs; (b) develop user-facing service descriptions to increase visibility and clarity of information for staff and students about the services on offer and their costs; (c) increase dialogue about IT development across the collegiate University; (d) encourage colleges and departments to engage with the central development roadmap and initiate ideas about future IT programmes 7.2 Put in place clear prioritisation and allocation mechanisms for projects and services to ensure appropriate levels of service support. 7.3 Provide a standard framework for IT project delivery and service management in order to ensure reliability, consistency and effectiveness. 7.4 Develop an IT governance framework to provide appropriate oversight of project and service delivery. 7.5 Develop and publish a transparent service cost model that can be applied to core and costrecovery services alike. 7.6 Develop an end-to-end support process underpinned by a central service desk that builds on the present IT support staff services (ITS3), thereby increasing engagement with departmental and college IT officers. 7.7 Develop protocols for the resilience, business continuity and disaster recovery of central services and provide guidance for their local implementation. 7.8 Develop a consolidated service point approach across IT Services, Bodleian Libraries, departments and colleges to provide a more effective support service for students and staff. 12
8. IT STAFF AND SKILLS IT services and support are as good as the people providing them. The University is competing with the private and public sectors, as well as with other HE organisations for skilled IT staff. We need to ensure that we have strong managerial and technical career development paths for staff, appropriate mechanisms for recruitment, development, succession, retention and reward. 21. To develop an IT organisation 7 fit to deliver IT service excellence. 22. To develop a culture in IT that is professional and friendly, recognises leadership, cultivates collaboration, fosters continuous learning and promotes innovation. 8.1 Continue to focus on recruitment, development and retention of high-calibre staff. Build and develop management and leadership capacity within IT through training, mentoring and secondments. 8.2 Develop staff to enhance their effectiveness and contribution to the University s goals by ensuring they understand Oxford s purpose, structures and culture. 8.3 Take a proactive approach to collegiate University IT staff development to enhance skills including IT leadership, IT service management, project management, system integration and software skills. 8.4 Build stronger mechanisms to provide support for divisional, departmental and college administrators and Heads of Departments through local IT recruitment and the support and development of existing local IT staff. 7 The IT organisation of the University comprises an ecosystem of information technology staff: people in IT roles in departments, administrative units, and colleges, and the central IT Services. 13
Appendix A: Mapping of activities between versions of the IT Strategic Plan Research Enterprise Admin now was now was 1.1 1.1 4.1 4.5 1.2 1.3 4.2 4.1 1.3 1.8 4.3 4.4 1.4 1.4 4.4 4.2 1.5 1.7 4.5 4.3 1.6 1.6 1.7 1.5 Infrastructure 1.8 1.2 now was 1.9 1.9 5.1 5.4 5.10 6.5 Education 5.2 5.1 now was 5.3 5.2 2.1 2.1 5.4 5.5 2.1 2.3 5.5 5.3 2.1 2.11 5.6 5.8 2.2 2.2 5.7 5.6 2.2 2.7 5.8 5.7 2.2 2.8 5.9 3.7 2.3 2.13 2.4 2.9 Cybersecurity 2.5 2.14 now was 2.6 2.15 5.10 6.5 2.7 2.4 6.1 6.2 2.7 2.1 6.2 6.1 2.7 2.12 6.3 6.3 2.8 2.5 6.4 6.6 3.5 2.6 6.5 6.4 Widening Engagement User Services now was now was 3.1 3.1 7.1 7.1 3.1 3.2 7.1 7.2 3.1 3.3 7.1 7.7 3.2 3.4 7.2 7.3 3.4 3.5 7.3 7.4 3.3 3.6 7.4 7.5 5.9 3.7 7.5 7.6 7.6 7.8 7.7 7.9 7.8 7.10 14